Navigating the intricacies of cross-cultural communication can be a daunting task for leaders of global teams. Understanding the nuances of how different cultures give and receive negative feedback is essential for effective communication and team cohesion. In this article, we have explored the Evaluating dimension with a unique twist and how it impacts the way feedback is delivered in various cultural contexts.
Some cultures that are direct and explicit in their communication style may use indirect language when giving negative feedback, while others that are more subtle in their communication may be very straightforward when pointing out mistakes (Figure 1).
Direct negative feedback:
Negative feedback to a colleague is provided frankly, bluntly, honestly. Negative messages stand alone, not softened by positive ones. Absolutely descriptors are often used (totally inappropriate, completely unprofessional) when criticizing. Criticism may be given to an individual in front of a group.
Indirect negative feedback:
Negative feedback to a colleague is provided softly, subtly, diplomatically. Positive messages are used to wrap negative ones. Qualifying descriptors are often used (sort of inappropriate, slightly unprofessional) when criticizing. Criticism is given in private.
The Evaluating dimension sheds light on how different cultures give negative feedback. For example, the Chinese manager learns never to criticize a colleague openly or in front of others, while the Dutch manager learns always to be honest and to give the message straight. Americans are trained to wrap positive messages around negative ones, while the French are trained to criticize passionately and provide positive feedback sparingly. It is crucial to be aware of these differences in order to adapt a feedback style accordingly.
Upgraders and Downgraders
One key aspect to consider is the use of upgraders and downgraders in language. Cultures that are more direct tend to intensify criticism with upgraders, such as absolutely, totally, or strongly: “This is absolutely inappropriate,” or “This is totally unprofessional.”
On the other hand, indirect cultures use downgraders to soften negativity, like kind of, sort of, a little, a bit, maybe, and slightly. Another form of downgrader is a deliberate understatement, where the speaker expresses a strong feeling in a way that tones down the emotion - for instance, saying “We are not quite there yet” instead of “This is nowhere close to complete,” or “This is just my opinion” instead of “Anyone who considers this issue will immediately agree.”
Of course, downgraders are commonly used in all societies, but some cultures rely on them more heavily than others. The British, for example, are known for their skillful use of downgraders, which can sometimes leave others confused by their communication style.
The Anglo-Dutch Translation Guide, featured in Figure 2, has been shared online without attribution in multiple iterations. It amusingly demonstrates how the British employ downgraders and the resulting perplexity this can cause for individuals from a different cultural background (specifically, the Dutch).
The Anglo-Dutch Translation Guide, featured in Figure 2, has been shared online without attribution in multiple iterations. It amusingly demonstrates how the British employ downgraders and the resulting perplexity this can cause for individuals from a different cultural background (specifically, the Dutch).
We can identify distinct quadrants that represent different cultural characteristics in giving negative feedback. From high-context and direct to low-context and indirect feedback styles, each quadrant requires unique strategies for effective communication with individuals from diverse cultural backgrounds.
LOW-CONTEXT AND DIRECT NEGATIVE FEEDBACK
In quadrant A, characterized by low-context and direct negative feedback, individuals value honesty and transparency in communication. Feedback is given in a straightforward manner, without the need for subtle hints or indirect messages. It is important to accept criticism positively and not take offense, as it is intended as a sign of respect for one's professionalism. However, it is advised not to try to mimic this direct style of communication if it is not natural to your own cultural background, as it may lead to misunderstandings and unintended offense.
HIGH-CONTEXT AND DIRECT NEGATIVE FEEDBACK
Quadrant B represents cultures that are high-context yet direct in their negative feedback. These cultures may communicate between the lines but are sharp and direct when it comes to criticism. It is important to pay attention to the nuances of communication in these cultures to understand the underlying messages being convey.
LOW-CONTEXT AND INDIRECT NEGATIVE FEEDBACK
In quadrant C, low-context and indirect negative feedback is common, individuals may find this style of feedback confusing and insincere. But representatives of this style, for example Americans, tend to balance negative feedback with positive comments, which can be perceived as exaggerated and patronizing by some European cultures. To effectively communicate with individuals from cultures that value explicit communication styles, it is important to be clear and direct in both positive and negative feedback, while also being mindful of cultural differences and showing appreciation for other perspectives.
HIGH-CONTEXT AND INDIRECT NEGATIVE FEEDBACK
Lastly, quadrant D cultures prefer high-context and indirect negative feedback, where criticism is delivered subtly and privately. It is important to avoid giving negative feedback in front of others, as this can lead to embarrassment or humiliation. Understanding the hierarchical structures and cultural norms of these cultures is crucial in navigating feedback interactions effectively.
Politeness can be perceived differently depending on the individual. Providing feedback, especially if it is negative, can be a delicate matter. It becomes even more challenging if the recipient feels that they have been addressed impolitely. A successful manager must be able to adjust their behaviour, show humility, gauge the situation before giving feedback, assume good intentions from others, and work on building strong relationships.By being aware of these differences and adapting communication styles accordingly, leaders can effectively motivate employees and enhance team performance.
*The primary materials for this article were sourced from Erin Meyer's book "The Culture Map." To gain a more comprehensive understanding of intercultural communication, we suggest delving into this book.